Integrated Reporting Taking the first steps August 2013

Transcription

1 Integrated Reporting Taking the first steps August 2013

2 Agenda Drivers for change Integrated reporting and the IIRC Current reporting practices Benefits of integrated reporting The path towards integrated reporting

3 Drivers for change Slide 3

4 Overall trends Experimentation by leading companies and investors Focus on materiality and cutting clutter Move towards integration Future focus Beyond the legal boundary footprint, supply chain and impact reporting Regulation on the way 4

5 Changing context for business Environment Technology Demographic change Socioeconomic structures Global systemic issues Global business issues Risk & Opportunity Career disintegration Complex supply chains Outsourcing Product lifestyles Offshoring New channels Cost cutting Source: PwC Slide 5

6 And yet length and complexity is a problem Source: PwC Slide 6

7 How is as important as what: joining the dots Same volume, different insight Pieces of information without connectivity Close-up pictures (partial connectivity) without big picture Big Picture Number of pieces=40 Number of pieces=40 Number of pieces=40 Source: IIRC Slide 7

8 Integrated Reporting and the IIRC PwC Slide 8

9 What is integrated reporting? An integrated report is a concise communication about how an organization s strategy, governance, performance and prospects, in the context of its external environment, lead to the creation of value over the short, medium and long term. (IIRC Consultation Paper, April 2013) 9

10 The International Integrated Reporting Council (IIRC) Global initiative Multi-stakeholder Companies Standard setters (IASB, FASB) Securities and financial regulators Investors Intergovernmental organisations Accounting firm s and institutes Civil society and academia PwC Slide 10

11 A market testing approach to framework development Companies in the pilot programme Investors in the pilot programme PwC Slide 11

12 Pilot programme participants by region Africa 6% Oceania 5% South America 7% North America 11% Asia 11% Europe 60% Based on IIRC data as at 18 March 2013 Slide 12

13 Key dimensions A broader scope - financial and non-financial capitals Integrated thinking joining up what you do Integrating information silos joining up what you say Aligning internal and external matching what you do and say Cutting clutter focus on what matters Beyond the legal boundary footprint, impact, interconnections Long-term perspective insight into the future not just the past Technology power to bring connections to life 13

14 Fundamental concepts: How the organization creates and sustains value Consultation Draft, April 2013 Slide 14

15 Guiding principles and content elements Guiding principles Strategic focus and future orientation Connectivity of information Stakeholder responsiveness Materiality and conciseness Reliability and completeness Consistency and comparability Content elements Organizational overview and external environment Governance Opportunities and risks Strategy and resource allocation Business model Performance Future outlook Source: IIRC Consultation Draft, April 2013 PwC Slide 15

16 Current integrated reporting practice Where are we on the journey? PwC 16

17 Three aspects of integrated reporting Structure and channels Broadening content, joining the dots Rethinking business performance Slide 17 Draft March 2012 Slide 17

18 Current integrated reporting practice Structure and channels PwC 18

19 Integrated reporting pathway Separate reports: limited inclusion One report: combination One report: integration PwC Integrated set of reports One integrated information set, multiple channels

20 Current integrated reporting practice Broadening content, joining the dots PwC 20

21 What is clear and what is not Headline findings PwC European benchmarking 2012 Discuss future market trends Link market discussion to strategic choices 83% 40% PwC Slide 21

22 What is clear and what is not? Headline findings PwC <IR> benchmarking 2013 Include strategic priorities Base reporting on strategic themes 21% Embed sustainability 94% in strategy 25% Slide 22

23 What is clear and what is not? Headline findings PwC <IR> benchmarking 2013 Make reference to their business model Integrate the business model into other areas of their reporting 67% 40% Slide 23

24 What is clear and what is not? Headline findings PwC <IR> benchmarking 2013 Explicitly identify their key performance measures 71% Align KPIs with remuneration 8% Align measures with strategy 17% Slide 24

25 Report overview ABSA

26 Connectivity and narrative flow GSK Slide 26

27 External drivers linked to company activities Johnson Matthey Slide 27

28 Business model: strategy and value chain Fresnillo Slide 28

29 Business model inputs, outputs and outcomes Coca Cola HBC AG 29

30 Strategy: priorities and progress Xstrata PwC Slide 30

31 Integrating strategy, KPIs and risk Pacific basin PwC

32 Governance: KPIs aligned to remuneration SSE Slide 32

33 Risks: linking risks, priorities and drivers Shanks PwC Slide 33

34 Risk: risk appetite, priority and direction Fresnillo PwC Slide 34

35 Financial and non-financial KPIs Rexam Slide 35

36 Strategic progress employees Potash Corp

37 Current integrated reporting practice Rethinking business performance PwC 37

38 Align financial and operational performance Hammerson Slide 38

39 Interconnectivity of performance measures (financial and operational) SAP Slide 39

40 Operational performance - customers BT 2001 Slide 40

41 Performance: shared value BASF Slide 41

42 Analysis of impact in supply chain Unilever Slide 42

43 Environmental Profit & Loss Puma Water consumption GHG emissions Land use Air pollution Waste 47m 47m 37m 11m 3m Slide 43

44 Performance: Integrate impact across value chain Puma 2010 Non-financial Economic value Economic performance million value % PUMA Operations: Greenhouse Gases (ktco 2 e) % Water ( 000 m 3 ) % Tier 1 suppliers Greenhouse Gases (ktco 2 e) % Water ( 000 m 3 ) 5, % Tier 2-4 suppliers Greenhouse Gases (ktco 2 e) % Water ( 000 m 3 ) 72, % Total: Greenhouse Gases (ktco 2 e) % Water ( 000 m 3 ) 77, % Total economic value % Slide 44

45 Performance: integrated direct and indirect impact British Land Socio-economic drivers Indirect drivers direct drivers Slide 45

46 Human Capital valuation and impact Infosys Slide 46

47 Benefits of integrated reporting PwC Slide 47

48 Pilot programme experiences to date benefits Connecting teams 93%: breaks down silos Board focus 95%: increased focus on what the right KPIs are Improved internal processes 93%: leads to better quality data collection Better view of strategy and business model 95%: clearer view of business model Creating value for stakeholders Improved communications, identify mutual opportunities, greater confidence in the business (lower cost of capital) Source: Black Sun/IIRC, Building the Business Case for Integrated Reporting, 2012; PwC research Slide 48

49 Pilot programme experiences to date challenges Challenges Materiality Systems Internal resource constraints Need to change existing processes and culture Tensions between different parts of the business Integrated assurance Slide 49

50 Next steps The path towards integrated reporting PwC

51 Getting started on your integrated reporting journey how we can help Benchmarking Identify good practice examples Speak to stakeholders Where are you now? Where do you want to be? Define vision for reporting Consider materiality Set out what a sustainable business model looks like and how that can be communicated Build consensus Systems Information gaps Blueprint report Quick wins What do you need to do to get there? Slide 51

52 This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it PricewaterhouseCoopers LLP. All rights reserved. In this document, PwC refers to PricewaterhouseCoopers LLP (a limited liability partnership in the United Kingdom) which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.